ValueStreamMapping精益生產(chǎn)要求

1、Value Stream Mapping精益生產(chǎn)要求Value Stream Mapping2AgendaMondayKick-OffIntroductionsCurrent State Steps 1-4TuesdayCurrent State Steps 5-7WednesdayCurrent State Steps 8-9Identify and Prioritize Improvement OpportunitiesCreate Future StateThursdayPrepare for PresentationPresentationValue Stream Mapping3Le

2、arning ObjectivesThe learning objectives for this course are:Be able to create Current State and Future State Value Stream MapsBe able to use customer and business requirements to prioritize improvement opportunitiesThe learning objective for this course is not:To teach Lean Tools to help achieve Fu

3、ture StateValue Stream Mapping4Whats in It for Me?Value stream mapping is a visual tool to help understand the current value stream. It allows people to easily understand where waste exists in the process. It gives the team a basis for prioritizing improvement efforts.It gives the team a visual tool

4、 for representing their improvement ideas, so they are better able to communicate with people inside and outside the organization.Value Stream Mapping5Teaching ApproachTeach appropriate Value Stream Mapping stepShow simplified exampleShow complex real world exampleWork B&D Industries Exercise in tea

5、msApply learning to Flygt processValue Stream Mapping6Value Stream Mapping Process StepsIdentify Current StateStep 1: SIPOC ChartStep 2: Top Down Flow ChartStep 3: Determine Product FamilyStep 4: Draw Process FlowStep 5: Draw Material FlowStep 6: Draw Information FlowStep 7: Process Data CollectionS

6、tep 8: Add Process and Lead Time dataStep 9: Verify Current State MapIdentify and Prioritize Improvement OpportunitiesDetermine Future StateImplement Improvements to Achieve Future StateValue Stream Mapping7Value Stream ManagerAssign Value Stream ManagerOne person to manage the mapping of the total

7、flowHas the capability to make changes across departmental boundariesLeads the creation and prioritization of the implementation plan for getting from present state to future stateMonitors implementation and updates implementation planDriver for results Value Stream Mapping8Current State VSM8Product

8、ionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily Release2/Da

9、y1/WeekCustomerC/T = 30 SecC/O = 30 MinUptime 75%Batch Size 100C/T = 45 SecC/O = 60 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Batch Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs30 sec60 sec45 sec50 sec15 hours83 hours2 hoursProcessing time =

10、 185 seconds4 hoursProduction lead time = 104 hours 3 minValue Stream Mapping9Future State VSM9ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Order2/DayDailyCustomerC/T = 30 SecC/O = 30 MinUptime

11、 95%Batch Size 100C/T = 45 SecC/O = 10 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Module Size100C/T = 50 SecC/O = 10 MinUptime 95%Module Size 100200 pcs500 pcsMax 100 pcsMax 200 pcs30 sec60 sec45 sec50 sec2.5 hours 10 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead t

12、ime = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFOFIFOMatMat1) Set-up reduction2) Pull Systems3) TPM Value Stream MappingSIPOCTop-Down MapValue-Stream MappingValue Stream Mapping11Process Mapping HierarchyOUTPUTPROCESSCUSTOMERSUPPLIERINPUTSIPOC chartTop Down Process FlowVSMCompany

13、Mult. PlantsSingle PlantRouter StepsProcess StepsI22I48450 Per Day400 Min Avail1 ShiftC/T 7 Min180 Per Day1200 Min Avail3 ShiftC/T 3 MinStep 22Step 31Step 14300 Per Day400 Min Avail1 ShiftC/T 12 MinStep 1Supplier Input Process Output Customer(SIPOC) MapValue Stream Mapping13Step 1: High-Level SIPOC

14、ChartSupplier Input Process Output Chart (SIPOC)Customers: Companies X, Y, & ZOutputs: Cost, Quality, On-Time DeliveryProcess: Produce Products 1, 2, 3, 4 & 5Inputs:Raw MaterialSuppliers:Companies A, B & CA high-level SIPOC chart helps to identify the process output(s) and the customers of that outp

15、ut so that the Voice of the Customer can be capturedValue Stream Mapping14OUTPUTPROCESSCUSTOMERRequirements, Specifications and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC ChartTranslate Customer requirements into output specifications and iden

16、tify related Key Process Output Variables (KPOVs)Go Upsteam to the Process Steps(s) which most impact the OUTPUT and determine the Key Process Input Variables (KPIVs) Try to use Leading Measure(s) (instead of Lagging Measures if lagging, then Close/Reduce amount of Lagging)Value Stream Mapping15Step

17、 1: SIPOC Business RequirementsNot only should the SIPOC chart capture customer requirements, but also the key Business Requirements as well.OUTPUTPROCESSCUSTOMERSUPPLIERINPUTCustomer RequirementsQualityOn-time DeliveryCostBusinessRequirementsReduced InventoryIncreased ThroughputStep 1SIPOC ChartB&D

18、 Industries ExerciseStep 2Top Down Process FlowValue Stream Mapping18Step 2: Top-Down Process Flow PurposeThe purpose of the Top-Down Process Flow is to determine the correct level to Value Stream Map.It is critical to our business to focus our improvement resources on the areas that are going to ha

19、ve the greatest return.We do not want to create Value Stream Maps for the sake of creating pretty pictures.Value Stream Mapping19T h e P r o c e s sThe Sub-ProcessThe Micro-ProcessStep 2: Generic Top-Down Process FlowValue Stream Mapping20DistributionPumpMotorFoundryExample:Step 2: Top-Down Process

20、Flow MapStartStopD-1D-2D-3D-4D-5D-4aD-4bD-4cD-4dD-4eStep 3Determine Product Family to MapValue Stream Mapping22Step 3: Determine Product Family to MapChoose the product family that has the greatest impact on the Customer Outputs, and the Business Requirements.Choose a product family with common flow

21、.Choose a product family with high volume.Choose a product family based on customer industry, or other product segmentation.If a product family is not readily apparent (such as in a job shop environment), use a process/product matrix to identify a product family.Value Stream Mapping23Step 3: Process

22、/Product MatrixProducts and Process MatrixCreate a matrix of products and processes (equipment) through which they pass.Reference routers if necessary but ensure they are verified and not assumed to be accurate.Group similar products together.Step 4Draw the Process FlowValue Stream Mapping25Step 4:

23、Draw the Process FlowTips:Begin at the end of the process (shipping) and work upstreamDetermine where material and information is used along the processMap the entire process as a team to understand the entire flowDraw Value Stream Maps by hand to get it done quickly, and make it easy to changeLesso

24、ns Learned:Get alignment on start and end of value stream before beginning mapBe mindful of processes that are in parallel vs. seriesCapture all rework loops and inspection stations on the mapLimit the value stream to just one product familyValue Stream Mapping26Step 4: Sample SymbolsMachiningProces

25、s BoxData BoxIInventory1OperatorManualInformationElectronic InformationC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size 50Inspection PointWithdrawalKanbanPush ArrowCustomers / SuppliersTo CustomerProductionKanbanSupermarketTruck ShipmentFuture State Improvement“Go See”SchedulingDailyScheduleSchedul

26、eValue Stream Mapping27Step 4: Value Stream Mapping SheetsValue Stream Mapping28Step 4: Draw the Process FlowProductionControlASSEMBLY CUSTOMERProductionControlMACHINE SUPPLIERDIST28AssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily schedule

27、O-ring, bearing, snap ring Daily scheduleValue Stream Mapping29SupplierRaw MaterialsMRP transactionReceivingInspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePallet1Shrink Wrap& L

28、oadShip1DistributionCenterCustomer888 Cases/Day37 Cases/HrIBottle Kits16 daysIWarehouseIIIIStep 4: Process FlowLiquid Pharmaceutical Current State VSMStep 4Draw the Process FlowB&D Industries ExerciseValue Stream Mapping31Step 4: B&D Industries ExerciseComplete the following steps using the informat

29、ion from B&D Industries:Current State Process FlowMaterial required at each process stepInformation required at each process stepTime: 1 HourStep 4Draw the Process FlowFlygt Activity2 HoursStep 5Draw the Material FlowValue Stream Mapping34Step 5: Draw the Material FlowShow the movement of all materi

30、al used in the Value Stream.Group material with the same flow.Map all sub-assembly processes.Include any incoming inspection, and material testing operations.Value Stream Mapping35Step 5: Draw the Material FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily schedu

31、leForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceivingCustomerValue Stream Mapping36SupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1La

32、bels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsIBottle Kits16 daysIWarehouseIPowder III1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCle

33、anPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIIIIIIIIBottle Kits16 daysIIILiquid Pharmaceutical Current State VSMStep 5: Material FlowStep 6Draw theInformation Flow

34、Value Stream Mapping38Step 6: Draw the Information Flow Map the information flow from purchase order receipt to order release (shop-floor orders, purchase orders).Document the production orders associated with the parts through the system.Document the scheduling system and document tracking of the p

35、arts as they move through the system.Document how the system communicates with the customer and supplier.Document how information is gathered, i.e., electronic, manual, “go see”, etc.Value Stream Mapping39Step 6: Draw the Information FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMac

36、hineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseCustomerValue Stream Mapping40ProductionControlASSEMBLY 20,000 pcs/moModule=100SUP

37、PLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseProcess, Material, Information Flow2/Day1/WeekCus

38、tomerValue Stream Mapping41Step 6: Information FlowLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel

39、1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRings2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)Em

40、ergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch

41、 RecordIIIIIIIBottle Kits16 daysIIISteps 5 & 6Draw the Material and Information FlowB&D Industries ExerciseValue Stream Mapping43Steps 5 & 6: B&D Industries ExerciseComplete the following steps using the information from B&D Industries:Current State Material FlowCurrent State Information FlowTime: 3

42、0 minutesSteps 5 & 6Draw the Material and Information FlowFlygt Activity3 HoursStep 7Process Data Collection Value Stream Mapping46Step 7: What Data Do You Collect?Frequency VariationAssemblyProcessing TimeLead TimeInventories: RM, WIP, FGDaily VolumeShiftsCost Per Unit: L, O, MVolumeFrequencyVariat

43、ionCustomerFrequencyTimeDistanceCostValue Stream Mapping47Step 7: Process Data CollectionCollect Process DataCycle TimeProcess TimeWIPTakt TimeSet-Up TimeUptimeBatch Size# OperatorsInputs and Outputs (Xs and Ys)Operating Time (Minus Breaks)Scrap RateC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size

44、50Data BoxValue Stream Mapping48Step 7: Process Data CollectionTips:Use the same time unit for cycle times, takt times, and available work times.Avoid the use of decimal minutes.Remember to subtract breaks, meetings, and cleanup times from available working time per shift at the process.Understand w

45、hat to look for in calculating batch size. An example would be a molding operation that changes over every day. Your batch size would be one days worth of parts.Understand the difference between cycle time, lead time, and value add time.Value Stream Mapping49Step 7: Process Data CollectionProduction

46、ControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily Release2/Day1/

47、WeekCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 60 MinUptime 80%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Batch Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcsValue Stream Mapping50Step 7: Process Data CollectionLiquid Pharmac

48、eutical Current State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCu

49、stomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsC/T 5 minutesC/O N/AOEE N/AAvailable Time 27,600 secondsProcess time 5 minutesC/T 15 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 0.2 minu

50、tesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 0.2 minutesC/T 12 secondsC/O N/AOEE 99 %Available Time 27,600 secondsProcess time 12 secondsC/T 35 minutesC/O 10 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %Available Time 27,600 s

51、econdsProcess time 90 minutesC/T 45 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 35 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secondsC/T 35 secondsC/O 30

52、minutesOEE 92 %Available Time 27,600 secondsProcess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 88 %Available Time 27,600 secondsProcess time 2 minutesC/T 10 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 10 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,60

53、0 secondsProcess time 10 secondsC/T 30 secondsC/O 1.5 hoursOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 4

54、0 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 40 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Time 27,600 secondsPro

55、cess time 180 minutesC/T 75 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 75 minutesC/T 7 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 secondsC/O 15 minOEE 99

56、 %Available Time 27,600 secondsProcess time 2 secondsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutes2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedu

57、le FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-c

58、ontractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIIIStep 7Process Data CollectionB&D Industries ExerciseValue Stream Mapping52Step 7: B&D Industries ExerciseCreate the following data boxes for each process step: Cycle TimeChangeover timeUptimeInventoryAvailable work timeTime: 30 minutesStep 7

59、Process Data CollectionFlygt Activity4 HoursStep 8Add Process andLead Time DataValue Stream Mapping55Step 8: Add Process and Lead Time DataDraw a timeline under process boxes and inventory to complete production lead time and process time.16 hours1 hour2 hours1 day40 hours1 hour8 hours16 hours8 hour

60、sProduction Lead Time = 91 hoursProcessing Time = 4 hours Value Stream Mapping56SupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & Cra